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Case Studies by Anne-Marie Carrick

66 case studies

by Publication Date
published: 01 Jan 2002

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

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Abstract:
Case (A) describes the creation and development of a joint venture (ATG) in China between a Japanese (Teikoku Piston Ring Co Ltd), a European (T&N plc) and a Chinese State-Owned Enterprise (SOE, APR) company. The JV is set up fast to benefit from central government tax breaks. However, moving into China and turning the SOE into a profitable concern presents some unforeseen challenges over and above the usual ones of a demotivated workforce and run-down machinery. The case follows the problems that emerge within ATG, notably those concerning quality, disappointing sales and lack of marketing expertise. There are also serious managerial differences that arise between the two MNC managers at the top who have different views on key investment issues. In addition the workers resent the new strict regime introduced by the Japanese General Manager and are suspicious of ATG’s new profit agenda. Despite these problems ATG is profitable within a year.

Pedagogical Objectives:
The case deals with the most common difficulties encountered by companies attempting to transform Chinese SOEs that have operated under a planned economy so that they can succeed in the world of market, consumers and competitors. However, it differs from other cases concerned with these issues as it presents three very different cultural dimensions. The case can be used in MBA and executive programs on international management, Asian business, change management and emerging markets. The objective is to understand the challenges of transforming Chinese state-owned enterprises through a joint venture. Case (B) continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market. Pedagogical Objectives: The case demonstrates how the problems and conflicts that can emerge following the setting up of a joint venture organisational, operational, human resource and financial need to be identified, tackled and resolved by all the partners before the new company can grow successfully, a process that can take several years.

Keywords:
Singapore, Process Competition, Operations Management, Supply Chain, Retail Apparel, Delayed Customisation, Delayed Customization, Time-Based Competition, Newsboy Model, Innovation, Services, Disruptive Technologies

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published: 01 Jan 2002

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

Show details ...

Abstract:
The case continues the story of the ATG joint venture described in case A. It charts the human resource and organisational changes that take place, and the resolution of various problems linked to the way the joint venture was set up, and the conflicting cultural differences between the partners. As a result, ATG emerges as a success, with expanding production and sales that make it number one in the Chinese piston ring market.

Pedagogical Objectives:
The case demonstrates how the problems and conflicts that can emerge following the setting up of a joint venture ? organisational, operational, human resource and financial ? need to be identified, tackled and resolved by all the partners before the new company can grow successfully, a process that can take several years.

Keywords:
Singapore, Process Competition, Operations Management, Supply Chain, Retail Apparel, Delayed Customisation, Delayed Customization, Time-Based Competition, Newsboy Model, Innovation, Services, Disruptive Technologies

Related:

published: 01 Jan 2001

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

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Abstract:
Case A: describes the creation and development of a joint venture (Ferodo Thailand Ltd) between the UK-based auto components firm T&N Plc, its long-time associate the Japanese brake manufacturer; Japanese Brake International (JBI), and the Thai Boonpong Group. It follows the problems encountered during the first year of the jv in particular the friction between the partners caused by different management styles and cultural differences. Problems of low morale among the workforce and low production arise. The Thai Managing Director, under pressure from both the UK and Thai partner, finally, with almost no notice, resigns.

Pedagogical Objectives:
It illustrates how objectives and methods are sources of conflict in partnerships when the human resources dimension is not accounted for. It raises questions about strategic choices for the future and explores the difficulties of managing cross-cultural relationships. Case A and B can be used as separate cases. A condensed version of case B is available to be used uniquely as a follow on case to case A.

Keywords:
Cultural Differences, Marketing, Asia, Hrm, Cross Cultural Management, Automobile Components, Technology Transfer, Conflict Management, Trust

Related:

published: 01 Jan 2001

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

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Abstract:
Case B: looks at how T&N bring a new management team, including for the first time a marketing director, in the hope of raising morale, improving market share and increasing productivity all this in the wake of the Asian crisis. It traces the new management team’s efforts to turn the joint venture around.

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published: 01 Jan 2001

  • Topic: Strategy
  • Industry: Automobile components
  • Region: Asia

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Abstract:
Please refer to part A for the abstract

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published: 01 Jan 2001

  • Topic: Strategy
  • Industry: Appliance Industry, White Goods
  • Region: Asia

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Abstract:
Case C deals with Whirlpool’s subsequent re-positioning, including conversion of one plant to OEM production and adjustments to its strategy in microwave ovens based on what it had learned about the market (in part from local competitors).

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